In an era defined by rapid change and complexity, critical thinking and creative problem-solving are vital for corporate success. Proten International, recognising their importance, conducted a survey to evaluate these skills within Nigeria’s corporate workforce, aiming to identify gaps and inform organisational strategies.
The survey explored employees’ intrinsic motivation, comfort with unconventional ideas, and perceived needs for additional training or tools. The findings reveal a workforce that is largely motivated and open to innovation, with 63.4% intrinsically driven to improve efficiency and 70.4% seeking diverse perspectives.
However, significant gaps exist, notably with 45.7% indicating a need for further training and inconsistent recognition of innovative contributions. Cross-tabulation of work approaches by functional area highlights varying levels of proactivity, with Marketing/Sales leading at 48.6% proactive, while Finance and Operations lean towards more cautious approaches. The report offers detailed recommendations, including targeted training and cultural enhancements, to empower organisations in bridging these gaps and strengthening workforce agility in a dynamic business landscape.
An Overview and Analysis of the Workforce Landscape
The report outlines surveyed responses from participants across various functional areas, assessing their critical thinking and creative problem-solving capabilities in corporate settings.
1. Primary Functional Area
Human Resources professionals make up 44.66% of the respondents, Marketing/Sales came up at 20.95%, Operations at 16.6%, Finance at 13.44%, while others came up to 4.35%. This showed a heightened interest from HR professionals due to their strategic role in talent development, while respondents from other functional areas such as sales, operations, and finance, provided counterbalance, reflecting perspectives from technical, customer-facing and process-oriented roles.
2. Years of Professional Experience
The majority (58.1%) fall within the 2–10 years range, indicating a mid-career-heavy sample. 11–15 years (13.4%), More than 15 years (12.4%), Less than 2 years (16.1%).
3. Does Your Current Role Involve Critical Thinking and Creative Problem-Solving?
A strong majority (81.03%) report that their roles involve critical thinking and creative problem-solving, suggesting these skills are integral to most respondents’ jobs. The 12.65% who say No may indicate roles with more routine or execution-focused tasks. The outcome aligns with global trends emphasising agility in the workforce. It suggests that most roles, even those traditionally execution-focused, now demand some level of analysis or creativity.
4. Natural Tendency
The majority (72.73%) were versatile in both ideation and execution, indicating a workforce capable of holistic problem-solving, which is valuable in dynamic settings requiring end-to-end ownership. The smaller groups favouring ideation (12.65%) or execution (14.62%) suggest specialised strengths, possibly tied to personality (e.g., creative vs. detail-oriented) or job demands.
5. Work Approach
The leading approach (43.87%) of drafting then confirming suggests a preference for collaboration and validation, potentially reducing risk but slowing pace. The 36.36% proactive group indicates initiative, while the 19.76% instruction-preferring group may favour structure. The proactive 36.36% are likely self-starters, critical for innovation, while the 19.76% who prefer instructions might excel in execution but falter in ambiguity, possibly early-career staff or those in rigid roles.
6. Scenarios Where Critical Thinking/Problem-Solving is Strongest
The near-even split between team brainstorming (37.15%) and independent work (35.97%) shows a workforce valuing both collaboration and autonomy. Informal conversations (25.69%) suggest spontaneous creativity, while combinations (1.19%) indicate high adaptability. The 1.19% who thrive across scenarios may be natural leaders or highly flexible, capable of toggling between contexts seamlessly.
7. Recent Product/Service Improvements from Ideas
The 66.4% “Yes” reflects a workforce actively contributing to innovation, suggesting an environment that at least partially supports idea implementation. The 16.21% “No” could be lacking in creativity, stifled by bureaucracy, lack necessary resources, or operate in a culture that doesn’t celebrate contributions—potentially demotivating further input.
8. Motivation
A robust 78.26% of respondents (Strongly Agree + Agree) report intrinsic motivation to enhance efficiency, with only 11.06% disagreeing. The high agreement suggests a workforce naturally inclined towards process improvement, with the 10.67% neutral responses possibly reflecting situational variability (e.g., lack of opportunity or resources) rather than disinterest. The low disagreement indicates minimal apathy, reinforcing a positive baseline of self-driven initiative.
9. Comfort with Unconventional Ideas
Over half (54.94%) feel comfortable proposing unconventional ideas, with results showing a split between strong (17.79%) and moderate (37.15%) confidence. The 25.69% neutral responses suggest hesitation, possibly due to perceived risks or cultural norms, while the 30.44% disagreeing indicate a significant group with higher risk aversion. This distribution reflects a workforce moderately open to innovation but not universally bold.
10. Interest in Diverse Perspectives
A strong 81.25% actively seek diverse perspectives, with 29.58% highly committed and 51.67% moderately so, reflecting a workforce attuned to collaborative problem-solving. The 10.42% neutral responses may indicate occasional rather than consistent behaviour, possibly due to time constraints or limited access to diverse teams. Only 8.33% disagree, suggesting rare resistance to inclusivity.
11. Organisational Reward for Innovative Contributions
More than half (66.67%) feel their team celebrates innovation, with a modest 20.42% strongly agreeing. The 22.08% neutral responses indicate ambiguity or inconsistency in recognition practices, while 11.25% disagreeing (Disagree + Strongly Disagree) suggest some portion feel unrewarded. Organisations could address this by implementing formal reward systems—e.g., bonuses, public praise, or career advancement—for innovative contributions.
12. Job Expectations for Creativity and Problem-Solving
A solid 73.75% feel expected to take initiative and solve problems creatively, with balanced strong (35.83%) and moderate (37.92%) agreement. The 11.25% neutral responses may reflect unclear expectations or varying departmental cultures, while the 15.0% disagreeing suggest pockets where proactivity isn’t prioritised. This overall picture indicates a generally proactive organisational stance.
13. Confidence in Critical Thinking and Creative Problem-Solving Abilities
Only 18.33% admit struggling with these expectations, contrasted by 64.58% who disagree, indicating broad confidence. The 17.08% neutral responses suggest uncertainty or occasional difficulty, possibly tied to resource gaps or situational pressures rather than inherent inability. The low agreement reflects a capable workforce, with some self-doubt lingering.
14. Need for Training for Problem-Solving Effectiveness
More than two-thirds (71.5%) expressed a need for additional training or tools, with 13.75% strongly feeling this gap. The 17.92% neutral responses suggest indecision, possibly due to untested resources or unclear needs, while 10.83% disagree, indicating a minority feel sufficiently equipped. This points to a significant perceived deficit in support structures. The 71.5% need signals an urgent call for investment in creative problem-solving resources—e.g., workshops on design thinking or access to analytical tools. Addressing this gap is critical to unlocking the workforce’s full innovative potential.
Overall Critical Thinking and Creative Problem-Solving Capabilities.
A majority (68.34%) feel well-equipped, with 50.42% moderately confident and 17.92% highly so. The 22.5% neutral responses reflect ambivalence, possibly from inconsistent experiences, while 9.17% disagree, indicating a minority with notable deficits. This suggests broad self-assurance, tempered by some uncertainty.
Additional Analytical Charts for Trends
To uncover deeper insights, here are additional charts that analyze relationships between variables, focusing on trends across functional areas, experience levels, and critical thinking/problem-solving confidence.
1. Critical Thinking Involvement by Functional Area
HR’s near-universal “Yes” (93.5%) reflects its strategic, problem-solving nature. Lower “Yes” rates in Finance (63.6%) and Operations (66.7%) suggest a focus on execution over analysis. HR’s high involvement likely stems from navigating complex human dynamics, while Finance and Operations may prioritize compliance or efficiency, sidelining creative thinking. The 27.3% “No” in Finance and 21.2% in Operations indicate untapped potential—e.g., Finance could innovate in forecasting, while Operations could get creative in logistics.
2. Confidence in Problem-Solving by Experience Level
Confidence rises with experience, peaking at 11–15 years (68.0%), then dips slightly for >15 years (65.2%), possibly due to role shifts. Early-career low confidence (50.0%) reflects limited exposure, while the peak at 11–15 years shows mastery. The slight >15-year dip might indicate adaptation challenges or delegation.
3. Idea Contribution vs. Team Celebration
A clear link exists between idea implementation and perceived celebration (64.3% vs. 34.8%), showing recognition fuels contribution. The 64.3% suggests that celebrating success encourages further ideas, while the 34.8% indicates a lack of reinforcement may suppress creativity.
Conclusion
This survey by Proten International underscores a Nigerian corporate workforce with significant strengths in critical thinking and creative problem-solving, yet marked by addressable gaps. A majority exhibit intrinsic motivation (78.26%) and seek diverse perspectives (81.25%), forming a solid foundation for innovation. However, over two-thirds (71.5%) crave additional training, and recognition of innovative contributions remains inconsistent (66.67% agree it occurs), while functional differences in work approach highlight uneven proactivity.
These findings call for a multi-faceted response: robust training programmes to bridge skill gaps, a reinforced culture celebrating innovation through tangible rewards, and targeted encouragement of proactive behaviour, particularly in cautious areas like Finance and Operations. By investing in these areas, Nigerian organisations can transform a motivated workforce into a powerhouse of critical thinking and creativity, ready to excel in a rapidly evolving business environment. This report offers a strategic blueprint for leaders to harness their employees’ potential and drive sustained corporate success.
Next Steps
Unlock your workforce’s potential with Proten International, Nigeria’s leading experts in critical thinking and creative problem-solving training. Our customised programmes empower employees to innovate, adapt, and excel in today’s business world. Beyond skill-building, Proten International offers comprehensive human resources and workforce management solutions, from talent acquisition and outsourcing to strategic HR consulting, ensuring your organisation thrives. Partner with us to bridge skill gaps, foster a culture of innovation, and drive sustainable success.
